ADM 2337 HUMAN RESOURCE
MANAGEMENT EXAM LATEST UPDATED
AND SUMMARISED RATED A UNIVERSITY
OF OTTAWA.
, ADM 2337 Human Resource Management Midterm / Final Study Guide
Midterm:
Chapters 1-8
Final Exam:
Chapters 1-8 (25%)
Chapters 9-15 (75%)
Chapter 1-2: Intro to HRM + Strategy and Human Resource Planning
- Micheal Porter 5 forces model
o Rival firms
o New entrants
o Substitutes
o Suppliers
o Customers
Chapter 3: Equity and Diversity in HRM
- Pay equity VS pay equality
o Pay equity: equal pay for work of equal value/importance/nature (regardless of
title) fair and impartial
o Pay equality: equal pay for equal work
- Define diversity management
o Voluntary optimization of an organization’s employee’s background (technical,
cultural, educational) to best reach goals.
- Employment equity
o The employment of individuals in a fair and non-biased manner.
o Enforced mostly provincially in accordance with: “Canadian charter of rights and
freedoms” and “The Canadian human rights act”.
- Undue hardship
o Human rights legislation states that employers must avoid discrimination until
“undue hardship”.
o Refers to the point where the financial cost or health and safety risks make
accommodation impossible.
- Bona Fide Occupational Requirement (BFOR)
o Justifiable reason for discrimination based on job’s safety and/or effectiveness.
o Ex: police officers must have perfect vision and no physical handicaps.
- Types of Discrimination
o Intentional discrimination: rare in Canada today, cases with religion (think QC)
, o Indirect discrimination: policies/practices/events that appear equal, but
unintentionally harm certain groups of people.
o Systematic discrimination: Exclusion of members of certain groups through
application of employment policy based on nonjob related criteria.
- Four components of an effective anti-harassment workplace
o 1. Establish anti-harassment policies.
o 2. Communicate these policies effectively. KEYS: Confidentiality and
o 3. Enforce policies consistently and fairly. ZERO tolerance
o 4. Managers take an active role in maintaining
harassment free work environment.
Chapter 4: Job Analysis and Work Design
- Job description VS job specifications
o Job description: focus on specifics of job itself, task description
o Job specifications: focus on qualities and qualifications (KSAOs) of ideal
candidates.
o Job description is generated based on Job Analysis, then job specifications
generated based on job description.
- Job enlargement VS job enrichment
o Job enlargement: adding additional tasks or responsibility to job in order to make
it less monotonous for employees and
increase job satisfaction.
o Job enrichment: adding additional
responsibility/autonomy/importance to
employee to promote development and
satisfaction.
- Job analysis types
o Work oriented: focused on job/task
description
▪ Task inventory: comprehensive list of job tasks, ranked based on
frequency and importance.
▪ Critical incident method: identify job tasks critical to success based on
extreme situations.
o Worker oriented: focused on key KSAO’s
▪ Position Analysis Questionnaire (PAQ): structured job analysis
questionnaire. Focus on behaviors and abilities.
- Competency modelling
o Combination of motives, traits, skills, abilities, and behaviors that are needed for
successful job performance.
o Measurable KSAO’s underlying successful job performance.
Chapter 5: Recruitment
MANAGEMENT EXAM LATEST UPDATED
AND SUMMARISED RATED A UNIVERSITY
OF OTTAWA.
, ADM 2337 Human Resource Management Midterm / Final Study Guide
Midterm:
Chapters 1-8
Final Exam:
Chapters 1-8 (25%)
Chapters 9-15 (75%)
Chapter 1-2: Intro to HRM + Strategy and Human Resource Planning
- Micheal Porter 5 forces model
o Rival firms
o New entrants
o Substitutes
o Suppliers
o Customers
Chapter 3: Equity and Diversity in HRM
- Pay equity VS pay equality
o Pay equity: equal pay for work of equal value/importance/nature (regardless of
title) fair and impartial
o Pay equality: equal pay for equal work
- Define diversity management
o Voluntary optimization of an organization’s employee’s background (technical,
cultural, educational) to best reach goals.
- Employment equity
o The employment of individuals in a fair and non-biased manner.
o Enforced mostly provincially in accordance with: “Canadian charter of rights and
freedoms” and “The Canadian human rights act”.
- Undue hardship
o Human rights legislation states that employers must avoid discrimination until
“undue hardship”.
o Refers to the point where the financial cost or health and safety risks make
accommodation impossible.
- Bona Fide Occupational Requirement (BFOR)
o Justifiable reason for discrimination based on job’s safety and/or effectiveness.
o Ex: police officers must have perfect vision and no physical handicaps.
- Types of Discrimination
o Intentional discrimination: rare in Canada today, cases with religion (think QC)
, o Indirect discrimination: policies/practices/events that appear equal, but
unintentionally harm certain groups of people.
o Systematic discrimination: Exclusion of members of certain groups through
application of employment policy based on nonjob related criteria.
- Four components of an effective anti-harassment workplace
o 1. Establish anti-harassment policies.
o 2. Communicate these policies effectively. KEYS: Confidentiality and
o 3. Enforce policies consistently and fairly. ZERO tolerance
o 4. Managers take an active role in maintaining
harassment free work environment.
Chapter 4: Job Analysis and Work Design
- Job description VS job specifications
o Job description: focus on specifics of job itself, task description
o Job specifications: focus on qualities and qualifications (KSAOs) of ideal
candidates.
o Job description is generated based on Job Analysis, then job specifications
generated based on job description.
- Job enlargement VS job enrichment
o Job enlargement: adding additional tasks or responsibility to job in order to make
it less monotonous for employees and
increase job satisfaction.
o Job enrichment: adding additional
responsibility/autonomy/importance to
employee to promote development and
satisfaction.
- Job analysis types
o Work oriented: focused on job/task
description
▪ Task inventory: comprehensive list of job tasks, ranked based on
frequency and importance.
▪ Critical incident method: identify job tasks critical to success based on
extreme situations.
o Worker oriented: focused on key KSAO’s
▪ Position Analysis Questionnaire (PAQ): structured job analysis
questionnaire. Focus on behaviors and abilities.
- Competency modelling
o Combination of motives, traits, skills, abilities, and behaviors that are needed for
successful job performance.
o Measurable KSAO’s underlying successful job performance.
Chapter 5: Recruitment
